Privatization and competition policies for Australian universities |
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| Affiliation: | 1. School of Education, Murdoch University, Murdoch, Western Australia 6150, Australia;2. The Graduate School of Education, University of Western Australia, Nedlands, Western Australia 6009, Australia;1. Department of Psychiatry, All India Institute of Medical Sciences, New Delhi, India;2. Department of Psychiatry, Post Graduate Institute of Medical Education & Research Dr. Ram Manohar Lohia Hospital, New Delhi, India;3. Annapurna Neuro Hospital, Kathmandu, Nepal;1. Aquatic Innovation Center, Shinshu University, 4-17-1 Wakasato, Nagano 380-8553, Japan;2. Department of Organic and Polymeric Materials, Tokyo Institute of Technology, 2-12-1 Ookayama, Meguro-ku, Tokyo 152-8552, Japan;3. Kuraray Living Co., Ltd., 8-1 Kadota-cho, Osaka 530-8611, Japan;4. GSI Creos Corporation, 1-12, Minami-Watada-cho, Kawasaki, Kanagawa 210-0855, Japan;5. National Institute for Public Health & Environment, Antonie van Leeuwenhoeklaan 9, 3721 Bilthoven, MA, The Netherlands;6. Institute for Risk Assessment Sciences, Utrecht University, Yalelaan 104, 3584 CM Utrecht, The Netherlands;7. Department of Applied Physical Therapy, Shinshu University, School of Health Sciences, 3-1-1 Asahi, Matsumoto, Nagano, Japan;8. National Institute for Occupational Safety and Health, Pathology & Physiology Research Branch, 1095 Willowdale Rd. (M/S2015), 26505-2888 Morgantown, WV, USA;9. Department of Basic Pharmaceutical Sciences, West Virginia University, School of Pharmacy, 26506 Morgantown, WV, USA;10. Institute of Carbon Science and Technology, Shinshu University, Nagano 380-8553, Japan;1. German Diabetes Center, Leibniz Institute for Diabetes Research at Heinrich Heine University Düsseldorf, Institute for Biometrics and Epidemiology, Düsseldorf, Germany;2. Medical Faculty, Heinrich Heine University Düsseldorf, Institute of Medical Statistics, Düsseldorf, Germany |
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| Abstract: | “Privatization” encapsulates an ideological shift towards market principles such as competition, commercialization, deregulation, efficiency and changing forms of accountability. In higher education, the privatization trend includes the full gamut from the creation of fully private institutions which operate without government financial support, to reforms in largely government-funded institutions operating in more of a quasi-market mode. This article examines privatization policies and speculates on their origins and their ramifications for universities around the world. In particular, it describes the impact of corporate managerialism (the import of management practices from the private sector) in institutions still largley under the control of governments, and focuses on examples of the particular effects of this ideological shift in three Australian universities. It argues that some traditional academic values should be preserved as important attributes of universities that enable them to operate in the public interest and maintain their role as a critical voice in society. |
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